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Basic Concepts in Management

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Title: Basic Concepts in Management


1
  • Basic Concepts in Management

Chapter One
Lecture 2
2
Management Types
  • All managers job are not the same. Managers are
    responsible for different departments, work at
    different levels in the hierarchy and meet
    different requirements for the achieving high
    performance.
  • Vertical differences
  • There are three levels of management.
  • Top Management
  • Middle Management
  • Lower Management

3
Continued
Top Level Management
Middle Level Management
First-Line Management
3
4
Continued
  • Top Management/ Managers
  • Are at the top of hierarchy and are responsible
    for the entire organization.
  • They have such titles as managing directors,
    chairperson, executive director, CEO and general
    manager.
  • They are responsible for
  • Setting organizational goals
  • Defining strategies for achieving them
  • Monitoring and evaluating the external
    environment
  • Making decisions that affect the entire
    organizations

5
Continued
  • Middle Management/Managers
  • Work at the middle levels of the organization and
    are responsible for major departments.
  • They are responsible for
  • Implementing the strategies and policies defined
    by top Mgt.
  • Setting objectives consistent with top management
    goals, planning strategies.
  • Monitoring and managing the performance of
    subunits and managers who report to them.
  • Middle managers are generally concerned with the
    near future and are expected to establish good
    relations with peers around the organization,
    encourage team work and resolve conflict.

6
Continued
  • First Line Management/ Managers
  • They manage the work of non-managerial
    individuals who are directly involved with
    production and creation of the organization
    products.
  • They are responsible
  • Managing the performance of entry-level
    employees.
  • Teaching entry-level employees how to do their
    jobs
  • Making schedules and operating plans based on
    middle managements intermediate-range plans

7
Continued
  • Non-Managers
  • It is the workforce.
  • They are the individuals who are directly
    involved with the production and creation of the
    organizations products.

8
Horizontal Differences
  • 1. Functional Manager
  • A manager who is responsible for the department
    that performs a single functional task and has
    employees with similar training and skills.
  • 2. General Manager
  • A manager who is responsible for several
    departments that perform different functions.

9
Key Management Skills
  • 1. Technical Skills
  • The knowledge and proficiency in a certain
    specialized field.
  • Chemical
  • Pharmaceutical
  • Engineering

10
Continued..
  • 2. Human Skills
  • The ability to work well with other people both
    individually and in a group. How the work should
    be done by them and through them.

11
Continued
  • 3. Conceptual Skills
  • The ability to think and visualize abstract and
    complex situations.
  • See the organization as a whole and understand
    the relationship among the sub units
  • Developing your vision and companys mission
  • To Visualize something, means to make
    imaginations.

12
Levels of Management V/s Managerial Skills
  • Human Skills
    Conceptual Skills Technical Skills
  • Top Management 40 50
    10
  • Middle Management 50 25
    25
  • Lower Management 50 10
    40

13
Roles of Managers
  • Interpersonal Roles
  • They grow directly from managers position
    authority and involve developing and maintaining
    positive relationships with others.
  • a. Figure Head Representing company
  • b. Leader Inspire, motivate and couch
  • c. Liaison The role of a bridge department to
    department and company to company.

14
Continued
  • Informational Role
  • This role relates to receiving and transmitting
    information into other organizational units.
  • a. Monitor Seek internal and external
    information about issues affecting organization.
  • b. Disseminator Transmit information internally.
  • c. Spokesperson Transmit information about the
    organization to outsiders.

15
Continued
  • Decisional Role
  • This role involves making decisions of
    significance which affect the organization. The
    decision is made based on the information.
  • a. Entrepreneurship The person who takes risk.
  • b. Disturbance Handler takes corrective action
    when organization faces important, unexpected
    result.

16
Continued.
  • c. Resource allocator Distribute resources such
    as time, equipment, funding and human.
  • d. Negotiator Representing the organization in
    major negotiations (present your ideas and listen
    to others).

17
Managerial Competencies
  1. Team-Work Competencies
  2. Communication Competencies
  3. Planning and Administration Competencies
  4. Global Awareness Competencies
  5. Strategic Action Competencies
  6. Self-Management Competencies

18
Organization as a System
  • System
  • Is a set of interrelated parts operating as a
    whole in pursuit of common goals.
  • Major Components of an organization System
  • 1. Inputs are the various human, material,
    financial equipment, and informational resources
    required to produce goods and service.
  • 2. Transformational Processes Organizations
    managerial and technological abilities used to
    convert inputs into outputs.

19
Continued
  • 3. Output Products, services and other outcomes
    produced by the organization.
  • 4. Feedback Information about results and
    organizational status relative to the
    environment.

20
Open Versus Closed System
  • Open System
  • Continually interacts with its environment.
  • Closed System
  • Doing little or no interaction with its
    environment
  • and receiving little or no feedback.

21
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